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A Philippine fast food company has achieved market dominance in three segments in its home
country — burgers and chicken, pizzas, and Chinese food — beating out well-known international
competitors such as McDonald’s and Pizza Hut. What is the secret to its domestic success and
what are the lessons for its international ventures?
Around the world, when someone says “fast food By September 2004, the total number of stores worldwide
restaurant,” the chances are high that the first name that in the JFC Group had grown to 1,128, of which 1,008
comes to mind will be McDonald’s, the world’s largest were located in the Philippines, and the balance in several
quick-service restaurant chain. In 2004, McDonald’s other countries, led by the recently acquired Yonghe
held a 20% share of the US fast food market, triple that King chain in China. That year, Jollibee beat 31 other
of its nearest competitor Burger King. This was not the entrepreneurs from around the world to win the 2004
case, however, in the Philippines where, for more than World Entrepreneur of the Year award, sponsored by
two decades, fast food had been synonymous with the Ernst and Young, one of the world’s top accounting firms.
name Jollibee. In the global business arena, Jollibee Foods
Corporation (JFC) was not exactly a household name.
But in its niche, the Philippines, where it controlled four
brands — Jollibee, Delifrance, Greenwich Pizza, and JOLLIBEE: THE EARLY YEARS
Chowking — it dominated the market.
Humble Beginnings
During the 1990s, JFC extended its sights overseas, In 1975, Tony Tan Caktiong, a Filipino of Chinese
opening a small number of restaurants in several Asian ancestry, and his brothers opened two ice cream parlors
and Middle Eastern locations. The company’s chairman in Manila’s commercial districts of Cubao and Quiapo.
and chief executive officer (CEO), Tony Tan Caktiong, These ice cream parlors were an instant hit among food-
observed: loving Filipinos, who came to associate the stores with
special occasions such as birthdays and holidays. In
Internationalization remains a key component
no time, the Tan brothers had decided to expand their
of our business strategy, even as we continue to
menu and began offering other quick meals such as hot
reinforce our domestic network of stores. Our
sandwiches, spaghetti, and burgers. After its second year
goals of continued growth, profitability, and
of operations, the Tan brothers noted that the store was
market leadership, as well as our contribution to
actually earning more from the side orders, specifically
the development of our country, may lie not just
their burgers, than from the ice cream.
in continuing to expand aggressively at home
but also in becoming a truly multinational
Following the taste and feel of the market, the Tan
Filipino corporation.
brothers decided to develop their own unique brand by
coming up with a menu that would appeal to the Filipino
© 2005 by Leonardo R. Garcia, Jr., Christopher H. Lovelock, and palate. Jollibee was conceived as a fast food outlet of high-
Jochen Wirtz. quality but reasonably-priced food products tailored
The authors gratefully acknowledge the assistance of Kristine especially for Filipinos, who were served by a jolly,
Abante. “busy-as-a-bee” restaurant crew. Hence the birth of the
This case is based on published sources, student research, and
bright red and yellow “Jolly Bee” mascot, which had since
personal experience. It was prepared solely for use as a learning become a favorite among Filipino children. In response
tool and is not intended to serve as an endorsement, source of to the growing popularity of their sweet homemade
primary data, or illustration of effective or ineffective management. burgers — made from their mother’s secret recipe — and
Financial data in the Philippine pesos (exchange rates in mid-2004 the other hot meals, Tony Tan and his brothers formed
were PHP1 = US$0.018, or US $1 = PH56).
Exhibit 2 Jollibee Foods Corporation: Selected annual financial and operational data, 1998–2003
2003 2002 2001 2000 1999 1998
Consolidated System-Wide Sales 28.9 26.8 24.1 20.3 18.1 16.7
(billion pesos)
Gross Revenues (billion pesos) 21.6 20.3 18.8 15.7 14.1 12.9
Income from Operations (billion pesos) 1.4 1.5 0.8 1.1 0.9 1.2
Net Income (billion pesos) 1.3 1.0 0.5 0.9 0.6 0.8
Value Proposition
Jollibee McDonald’s
Target Market Families and Children Families and Children
To provide high quality food, fast and friendly To provide outstanding quality, service,
Business Operations
service in a clean and comfortable environment cleanliness, and value
Tailored to the Filipino palate. E.g., peach-mango
Menu Standardized fare. E.g., meals with fries*
pies, meals with spaghetti or rice
• Langhap Sarap Value Meals • Extra Value Meal
• Jolly Kiddie Meal (with premium items and • Happy Meal (with premium items and toys)
toys)
Promotions • Eats for Free purchase rewards program
• Bestsellers Campaign (20% discounts on
various combinations of the popular Langhap
Sarap Value Meals)
No. of Stores in the Philippines 472 241
Mode of International Expansion Franchising Franchising
*McDonald’s has since bowed to the pressure of conforming to Filipino taste preferences by introducing menu items such as McSpaghetti
and McDo, a heavily-seasoned burger.
haired girl named Hetti (a mascot for Jollibee restaurants) 94% mentioning this attribute, followed by accessibility/
were better known and loved in the Philippines than many outlets (72%), and tastier (66%). However, only
Ronald McDonald. Jollibee endeavored to maintain its 44% of respondents cited “faster” as a desired attribute.
dominance in the children’s segment by promoting its
Jolly Kiddie Meals and offering a choice of Regular Yum, Emotional Attributes. For fast food in general, the three
Spaghetti Special, or Chickenjoy. Having an advertising most dominant attributes were friendly atmosphere
strategy that was deeply rooted in the traditional values of (76%), family-oriented or pampamilya (74%), and hang
family, with a tinge of national pride, allowed Jollibee to out or tambayan (66%). The other emotional attributes
position itself as the destination outlet for family outings. considered by respondents were mass appeal, better
environment for kids, patriotic or pam-Pinoy or lasang
The De La Salle University Survey Pinoy, “brings you closer to home,” “likeable Filipino
selections” or putaheng Pinoy/sangkap Pinoy, “use of
A survey conducted by advertising management students Filipino language” particularly by the service crew, and
from De La Salle University in Manila contrasted the use of “wholesome” or “cute” endorsers (Exhibit 7).
Jollibee’s value proposition against that of McDonald’s Broadly similar ratings of these attributes were achieved
operations in the Phillipines (Exhibit 5) and revealed the for Jollibees, although “family-oriented” was ranked first,
main rational and emotional factors that drove Filipino and “friendly” second.
consumers’ choices in fast food restaurants.
which offered Chinese style fast food in 10 cities. The Teriyaki operation in the US. Said Baysa, “Tomi’s Teriyaki
number of Yonghe King stores grew from 77 at the end business did not grow according to expectations. Its basic
of 2003 to 89 by the end of the third quarter of 2004 by concept is sound, but there is still much work to be done
which point this brand accounted for 6% of JFC’s system- to turn it into a strong brand. We are keeping the brand
wide sales and was more profitable than the domestic trademark and the recipes for possible future use. In the
operation which had been hit by rising costs. The strategy meantime, management is placing its priority on brand
for Yonghe King was to open 20 new stores a year in each development of Yonghe King in China.” However, he
of the next 3 years, increasing to another 50 in the fourth added that the company expected to open new Jollibee
year and 100 additional stores in the fifth year. stores soon in the US.
In May 2004, Ysmael V. Baysa, the company’s chief Summarizing the company’s strategy, the chairman, Tan,
finance officer, announced that during the first quarter noted:
of the year, JFC had opened 21 new stores but closed
There are still major challenges to address to
down 13, of which seven were in foreign operations. It
ensure the long-term soundness of the business
closed all three Chowking stores in Dubai, one Jollibee
— we have to improve our cost structure
store in the US, and shuttered its three-store Tomi’s
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